Performance evaluations are subjectivity masquerading as objectivity.
> In each of these cases, I brought these issues to HR and senior executives and was assured the problems would be handled. Yet in each case, there was no follow up to address the concerns — until the day I was accidentally copied on an email from a senior HR director. In the email, the HR director told a colleague that I seemed to raise concerns like these a lot, and instructed her to “do some digging” on me instead.
Then, despite being rated and widely known as one of the best people managers at the company, despite 11 years of glowing performance reviews and near-perfect scores on Google’s 360-performance evaluations, and despite being a member of the elite Foundation Program reserved for Google’s “most critical talent” who are “key to Google’s current and future success,” I was told there was no longer a job for me as a result of a “reorganization,” despite 90 positions on the policy team being vacant at the time.
> In each of these cases, I brought these issues to HR and senior executives and was assured the problems would be handled. Yet in each case, there was no follow up to address the concerns — until the day I was accidentally copied on an email from a senior HR director. In the email, the HR director told a colleague that I seemed to raise concerns like these a lot, and instructed her to “do some digging” on me instead.
Then, despite being rated and widely known as one of the best people managers at the company, despite 11 years of glowing performance reviews and near-perfect scores on Google’s 360-performance evaluations, and despite being a member of the elite Foundation Program reserved for Google’s “most critical talent” who are “key to Google’s current and future success,” I was told there was no longer a job for me as a result of a “reorganization,” despite 90 positions on the policy team being vacant at the time.